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HomeMy WebLinkAboutCAO-003-15 LIC11 ringim Chief Administrative Officer Report If this information is required in an alternate accessible format, please contact the Municipal Clerk at 905-623-3379 ext. 2102. Report To: General Government Committee Date of Meeting: November 9, 2015 Report Number: CAO-003-15 Resolution: - k . ,� File Number: By-law Number: Report Subject: Implementing the 2015-2018 Strategic Plan Recommendations: THAT Report CAO-003-15 and the attached table "Implementing the 2015-2018 Strategic Plan" be received for information. Municipality of Clarington Report CAO-003-15 Page 2 Report Overview Council has determined its six priorities for its term of office and with staff, has formulated the 31 actions it wishes to be undertaken to achieve its priorities. This report documents the intended means to implement the Plan, including departmental responsibility, tasks, resources and timing for each action. 1 . Background: Council adopted its strategic plan priorities and actions just prior to its summer break and asked that staff come back with an implementation plan. 2. Proposal It is proposed that the Plan be implemented in the manner set out in the attached table. An annual report will then be provided on the status of the implementation plan. 3. Financial Considerations Each of the 31 Strategic Plan actions have financial implications. Some will require additional staff and/or other resources, some involves re-allocation of staff and some will be achieved through existing staffing. And some will require financial resources for implementation that can only be determined once more work is completed, including in some instances consultation with the community. Each of these implications is identified in the attached table. 4. Concurrence Not Applicable 5. Conclusion It is respectfully recommended that Council receive this report for information. Municipality of Clarington Report CAO-003-15 Page 3 6. Strategic Plan Application The recommendations contained in this report of course conform to the Strategic Plan. Submitted by�_ - � Franklin Wu, Chief Administrative Officer Staff Contact: Curry Clifford, MPA, CMO Attachments: Attachment 1 — Implementing the 2015-2.018 Strategic Plan There are no interested parties to be notified of Council's decision. Municipality of Clarington Attachment 1 to Implementing the 2015-18 Strategic Plan Report CAO-003-15 New Actions Assigned Task Resources Required Completion Department Date 1. FACILITATE THE CREATION OF JOBS,ATTRACTION OF NEW BUSINESSES AND EXPANSION OF EXISTING BUSINESSES 1.1 Work with the Clarington Board of Trade to Lead: CBOT CBOT develop draft Economic Development Majority of work to be 3rd'/of 2016 update our economic development strategy Strategy(as part of CBOT business planning executed by dedicated to advance our considerable strength and process) volunteers from local competitive advantage in nuclear energy business community and in agriculture. potential resource implications may arise as discussion progresses 1.2 Identify, in consultation with the business Lead: CAO Office 0 Roundtable discussions with businesses(as e Additional Staff time Continuous community, key projects such as the GO Assisted By: CBOT part of CBOT business planning process) 0 Potential resource ongoing task Train extension, improved fibre optic and Other • Partnerships with other affected parties, e.g., implications as service and serviced land that will Departments neighbouring municipalities, Regional discussion progresses encourage business retention, expansion Government, college, university to develop and attraction and then collaborate with and implement government relations strategy other orders of government, businesses to influence provincial government and community organizations to advance these projects. 1.3 Continue with process improvements that Lead: Process Improvement Team comprising Additional Staff time Continuous streamline development approvals, Planning/Engineering Planning and Engineering to develop ideas and other resource improvement as including approvals by other government for ongoing improvements with consultation implications an ongoing task agencies and effectively communicate the with the industry and agencies. improvements. Work with neighbouring lower tier municipalities to develop common requests to other governments for process improvements • Develop materials identifying changes and brand the improvements • Continue with the successful pre-consultation process 1.4 Explore innovative approaches to Lead: Finance Update to Development Charges By-law Additional Staff time Mid 2015 Development Charges on industrial and Assisted by: Ongoing monitoring of uptake of incentives to • Incentives may have Ongoing with commercial property that balances the cost Planning Services ensure appropriateness and determine future Budget implications Annual of servicing with economic gains for the and Engineering modifications Reporting/ community. Ongoing scanning of other municipalities' Tracking actions for new approaches • Communication of incentives to generate market interest CC: 28 October 2015 Page 1 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 New Actions Assigned Task Resources Required Completion Department Date 1.5 Review and implement the best option for Lead: Corporate • Council report COD-016-15 considered by o Pending decision of 4th%of 2015 the delivery of the tourism function. Services Council and referred back to entertain Council proposals for delivery of this function 1.6 Collaborate with local organizations to Lead: CAO Office Report to Council after consultation with 0 Allocation required in 1st'/2016 enable arts and culture to make a strong organizations on the findings of the 2016 Budget for 3rd contribution, directly and indirectly,to discussion parry facilitator and arts business expansion in the community. and culture expert to engage the Arts and Culture community • Unknown at this time scale of resourcing to pursue findings of discussion 2. DEMONSTRATE GOOD GOVERNANCE AND VALUE FOR THE TAX DOLLAR 2.1 Communicate widely,frequently and Lead: Corporate • Continue to explore and develop good news • All Departments Continuous through various channels how good Services stories promoting the Corporation and related Ongoing Effort governance and value for the Clarington tax Assisted By: All initiatives dollar are being provided. Departments 0 Leverage social media to its fullest extent 2.2 Investigate putting in place an ongoing Lead: CAO Office • Review Best Practices by municipalities on 0 Additional Staff time 2017 evaluation process in which specific Assisted By: All service delivery reviews . Independent reviews services are identified and systematically Departments 0 Develop evaluation process including criteria will require funding reviewed to determine the most effective for selecting services for review, questions to with scale of funding and efficient way to provide them. be answered by reviews,frequency of based on evaluation reviews, number of reviews per year,who to process chosen and undertake them complexity,scale, • Determine priorities for services to be number and nature of reviewed services being reviewed, 2.3 Review opportunities for joint capital and/or Lead: CAO Office 0 Identify potential capital and operations Additional Staff time 2016 operations with School Boards, Regional Assisted by:All projects Government and other public agencies. Departments 0 hold discussions with School Board and Region and other agencies and report to Council on findings CC: 28 October 2015 Page 2 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 3. MANAGE GROWTH TO MAINTAIN OUR"SMALL TOWN" FEEL 3.1 Provide for walkable mixed-use Lead: Planning . Underlying framework will be in the Official • Additional Staff time 2017 neighbourhoods and encourage a"small Assisted by: Plan Update and other resource town"feel in the Official Plan and Engineering 0 Through Priority Green Neighbourhood implications leading up neighbourhood plans. standards, develop walkability criteria for new to implementation neighbourhoods • Implementing features • Implement recommendations contained in the for walkability and Transportation Master Plan accessibility will have • Update Engineering Standards to reflect budget implications changes to neighbourhood plans and address accessibility • Include walkability and mixed use development in neighbourhood plans 3.2 Support a variety of affordable mixed Lead: Planning • Recommend to Council where appropriate • Existing Staff time Ongoing housing types and community design approval of affordable housing projects attributes that support our residents at • Council to consider affordable mixed housing every stage of life and across all abilities. in new developments 3.3 Investigate,with the Clarington Board of Lead: Clarington 0 CBOT to discuss with BIAs • None CBOT to report Trade,the interest of each BIA in additional Board of Trade back to downtown revitalization programs. Municipality in 2016 3.4 Reinforce our"small town"feel through Lead: Corporate • Additional Staff time Ongoing tourism initiatives that showcase our Services Subject to Council decision in item 1.5,tasks here agriculture and small town attributes. could include: • Continue to expand upon existing partnerships and relationships with CBOT, CTMB, Central Counties, Durham Tourism and other Tourism partners • Ramp up marketing, create way-finding signage and map to highlight Clarington's attributes • Continue to participate at and promote special events 15 Educate and promote how growth needs to Lead: Planning and 0 Develop a series of brochures and website • Reallocation of Staff 2017 forward be managed to maintain and sustain our Corporate Services materials on growth management topics time "small town"feel. Examine Best Practices 3.6 Advocate to the Provincial and Regional Lead: Planning Support through submissions to the Four • Existing Staff time 2016 governments the need to reflect the Plan Provincial Review the expansion of the significance of this Clarington priority in Greenbelt into the urban separators and updates to the Growth Plan for the Greater policies that provide more flexibility to Horseshoe,the Greenbelt Plan and the Oak interpretation of targets, uses in Greenbelt Ridges Moraine Conservation Plan. etc. CC: 28 October 2015 Page 3 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 4. ENABLE SAFE, EFFICIENT TRAFFIC FLOW AND ACTIVE TRANSPORTATION 4.1 Determine transportation projects, including Lead: Engineering • Council review and approval of • Additional Staff time 1$11/42016 active transportation projects,to be given Transportation Masterplan priority through the completion of Develop a 10 year capital Transportation plan Clarington's Transportation Master Plan and implement the decisions. 4.2 Refine and update the Asset Management Lead: Finance • Develop Asset Management Plan showing: • Additional Staff time 4t"'/4 2016 plan to efficiently manage and prioritize Assisted by: All State of Local Infrastructure, Expected Levels maintenance of roads, bridges and Departments sidewalks and expand to a comprehensive Service,Asset Management Strategy, and Financing plan incorporating all municipal assets. Fnancing Strategy. 4.3 Create a dedicated rural road levy to Lead: Finance Provide dedicated funding through the 2016 Additional Staff time 1St%2016 address our rural road infrastructure deficit Assisted by budget Engineering and Operations 4.4 Work with and influence the Ministry of Lead: Engineering Partnerships with other affected parties,e.g., • Additional Staff time Ongoing Transportation to address community Assisted by: CAO CBOT, neighbouring municipalities and • Potential resource concerns with their services, including but Office Regional Government, college, university to implications as not limited to: develop and implement government relations discussion progresses • Improvements to Hwy 401 strategy to influence provincial government interchanges • Hwy 407 extension • Extension of GO Train Service to Courtice and Bowmanville CC: 28 October 2015 Page 4 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 5. PROMOTE RESIDENT ENGAGEMENT IN OUR COMMUNITY 5.1 Leverage technology to effectively Lead: Corporate Use existing new website and calendar to Additional Staff time Ongoing communicate to residents the range of Services promote events and activities community organizations in Clarington and Assisted by: Community Expand and work on Mobile App to assist their events and activities. Services with promotion • Leverage social media/explore new opportunities 5.2 Actively promote volunteerism, including Lead: Community Investigate volunteer registry options to Additional Staff time 4th'/of 2017 helping Clarington residents interested in Services determine best fit for Clarington and its volunteering to be matched with Assisted by: Operations community volunteer needs organizations needing volunteers through Continue to support volunteers as they such services as United Way's volunteer plan and implement community special registry. events • Continue to engage the volunteer community in Community Services Department events • Develop a volunteer resource package for community organizations 5.3 Assess the needs for training in leadership, Lead: Community Support volunteer agencies and • Reallocation of Staff 2017 governance,volunteer retention and Services community organizations with training and time recruitment for community organizations Assisted by: Operations learning opportunities and jointly develop a means to address and Clerks 0 Coordinate an annual volunteer these needs. roundtable(networking opportunity)for representatives of local community organizations • Develop a new Community Group Affiliation program that supports new, emerging and more established community groups • Continue Volunteer Recognition Program 5.4 Support and enhance youth and older adult Lead: Community • Continue to deliver and enhance camps, Additional Staff time 2016 and services Services and recreation programs for children, ongoing youth and adults • Maintain current service partnerships and investigate new partnerships • Assume responsibility for community wide older adult programming as of January 2016 • Facilities Development Strategy will investigate future facility expansion to accommodate growth in youth and adult services 5. PROMOTE RESIDENT ENGAGEMENT IN OUR COMMUNITY(CONT'D) CC: 28 October 2015 Page 5 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 5.5 Pursue the"Youth Friendly"community Lead: Community Collaborate with and bring interested Reallocation of Staff 4th'/4 2017 designation and enable our community's Services parties together, i.e. Board's of Education, time youth to contribute to the community's zest Police, Municipality, Firehouse Youth and future. Centre,Youth Leading Youth Committee, Durham Youth Council, and other community organization i.e.Visual Arts Centre, etc. • Review all Best Practices and Programs • Meet with representatives from Parks and Recreation Ontario, and neighbouring Youth Friendly Communities • Submit application to the Province 5.6 Enhance Council and corporate All Departments 0 Conduct regular Citizen Survey to obtain Reallocation of Staff Ongoing communications. citizen feedback time • Continue engagement methods such as Public Information Open Houses • Regular meetings with our stakeholders • Develop community engagement policy based on best practices • Develop criteria and policy for determining when to provide comprehensive communications of an initiative CC: 28 October 2015 Page 6 of 7 Municipality of Clarington Attachment 1 to Report CAO-003-15 6. ENHANCE ACCESS TO OUR UNIQUE NATURAL ENVIRONMENT 6.1 Adopt updated natural heritage preservation Lead: Planning 0 Adopt new policies that support natural • Existing Staff time 1 St'/4 2016 policies in the Official Plan. heritage preservation 6.2 Collaborate with community organizations Lead: Corporate 0 Promoting access to the Community . Existing Staff time Ongoing and other stakeholders and partners Services Event Calendar for community groups to wishing to advance this priority through post their events events. 6.3 Integrate the promotion of our unique Lead: Corporate 0 Pending Council decision regarding . To be determined 4th'/2015 natural environment into tourism initiatives. Services provision of Tourism services Assisted by: Other Departments 6.4 Continue the development of parkland Lead: Planning and Develop a 10 year capital Waterfront plan • Existing Staff time and Plan:2017 along the waterfront. Engineering for the entire Clarington waterfront other resource Implementation: Assisted by: Operations incorporating recreational, cultural, land implications Annual Budget use and natural heritage matters • Significant Capital Process • Update Land Acquisition Strategy and Funding prioritize acquisition 6.5 Prioritize and build additional trails including Lead: Engineering 0 Develop a 10 year capital Trails plan with • Existing Staff Time Plan:2016 trails to connect our community to the Assisted by: Planning standards, priorities, opportunities for and other resource Implementation: waterfront. and Operations public involvement, promotion and implications Annual Budget marketing Process • Apply for funding available for trails from other orders of government 6.6 Investigate putting in place a Trails Council Lead: Planning and 0 Review experiences of other Reallocation of Staff 2016 or similar body as a means of community Engineering municipalities time engagement on promotion, location and Assisted by: Operations • Develop Terms of Reference maintenance of trails. & Select members and ongoing meetings to develop short and long term plans, community involvement, marketing, etc. • Consult Trails Council on 10 year plan noted in 6.5 CC: 28 October 2015 Page 7 of 7